TRANSFERRING KNOWLEDGE IN INTER-ORGANIZATION RELATIONS: ITS EFFECT ON THE PERFORMANCE OF THE KNOWLEDGE RECEIVING COMPANY (Article published in Spanish)
DOI:
https://doi.org/10.1016/S0123-5923(07)70008-6Keywords:
Knowledge transfer, firm’s performance, inter-organisational relationships.Abstract
Last years have been marked by a radical change in how firms do compete. The traditional vision of individual competition has been substituted by the relational paradigm of competing in the context of interfirm relationships and networks. From this perspective, the firm would increase its resources endowment establishing relationships with other firms, and the use of mechanisms to transfer knowledge from one firm to the other would make a significant contribution to this. In this study we, first, develop a scale to measure the use of knowledge-transfer mechanisms in inter-organisational relationships considering three generic types: explicit directives, explicit routines, and tacit routines. Second, some hypothesis about the effects of knowledge-transfer mechanisms on the target’s firm are presented and empirically tested. Results indicate a positive effect, though with disparities among the different generic types of mechanisms analysed. Implications for the emerging theory of competitive advantage in inter-organisational relationships and managerial implications are presented at the end of the article.
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